Table 2 - uploaded by Francesco Chirico
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Understanding the forces that support and inhibit product development (PD) in family firms is central to explaining their long-term success and survival. Our study reveals that social capital and relational conflict among family members do not affect PD directly, as existing theory suggests, but only through the internalization of knowledge among f...
Contexts in source publication
Context 1
... test hypotheses 1, 2, and 3, we developed a series of nested models (Anderson & Gerbing, 1988;Eddleston & Kellermanns, 2007) and performed the nested model comparisons test (Byrne, 2010;Hu & Bentler, 1995). As shown in Table 2, we compared the fit of the fully mediated model (i.e., Model 1) 8 with a partially mediated model (Model 2). ...
Context 2
... only significant added path is the one between family affective commitment and PD, where knowledge internalization partially mediates this relationship. These results suggest that the best fitting model is the one in which knowledge internalization within the family partially mediates the relationship between family affective commitment and PD, and fully mediates the relationships between family social capital and PD, and between family relationship conflicts and PD (see Model 3 in Table 2). Further, the χ2 difference tests of Model 3 led to an improved fit over Model 1 (Table 2), and Model 3 exhibits acceptable fit indices: normed χ2=1.39, ...
Context 3
... results suggest that the best fitting model is the one in which knowledge internalization within the family partially mediates the relationship between family affective commitment and PD, and fully mediates the relationships between family social capital and PD, and between family relationship conflicts and PD (see Model 3 in Table 2). Further, the χ2 difference tests of Model 3 led to an improved fit over Model 1 (Table 2), and Model 3 exhibits acceptable fit indices: normed χ2=1.39, CFI=.91, ...
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Citations
... Administração de Empresas em revista unicuritiba› Mechanisms that promote affective social integration among organizational members positively influence all stages of knowledge absorption (Von Briel et al., 2019). The dimension is important for recognizing and assimilating valuable knowledge and increases the depth and efficiency of problem-solving, because individuals in a positive mental state tend to go beyond the demands of the job, integrate more information and generate valuable new combinations of relevant information and tacit knowledge (Chirico & Salvato, 2016;Granovetter, 1973;Isen, 2001). ...
Purpose: The article aims to verify the relationship between individual absorptive capacity, organizational absorptive capacity, and social integration mechanisms in bank branches.
Methodology: A quantitative, descriptive method was adopted, with data collected through a survey and processed using the structural equation modeling method with partial least squares estimation (PLS-SEM).
Results: As a result, a positive relationship was found between individual and organizational absorptive capacities and the positive effects of social integration mechanisms on each of them, since these mechanisms are related to socio-environmental, affective, cognitive and organizational resources.
Originality: We extend the Social Integration Mechanisms by demonstrating that resource development in emerging markets requires a collective effort and complementary organizational processes to produce high results. Finally, we examine the conditions under which companies in emerging markets can complement their processes to achieve better performance.
Theoretical/Practical Contribution: Theoretical contributions include the influence of the cognitive, socio-environmental, affective, and behavioral dimensions of social integration mechanisms that enhance the development of knowledge absorption in individuals and in the organization. Practical contributions lie in the adoption of social integration mechanisms by managers in order to maximize individual and organizational absorptive capacities.
... To do so, I analyzed the literature on KM in FFs (e.g. Arzubiaga et al., 2022;Cabrera-Su arez et al., 2001;Chirico and Salvato, 2016), especially considering two recent systematic reviews on the topic (Ge and Campopiano, 2022;Su and Daspit, 2022). I selected two wide sets of keywords. ...
... Specifically, as knowledge is a key resource, knowledge-based dynamic capabilities include knowledge acquisition, assimilation, transformation and exploitation (Zahra and George, 2002). Interestingly, the FF context gives rise to idiosyncratic dynamic capabilities, such as FF knowledge internalization (Chirico and Salvato, 2016) and FF knowledge integration (Chirico and Salvato, 2008), and unique family resources foster absorptive capacity (Habbershon et al., 2003;Daspit et al., 2019). ...
Purpose
Given the growing interest in the topic of knowledge management (KM) in family firms (FFs) and the subsequent increasing number of papers published, this study aims to review the field to identify and analyze the main themes and trends.
Design/methodology/approach
This study applies bibliometric techniques to a sample of 146 papers published from 2007 to 2023 and their 8,126 unique cited references. Bibliometric coupling is performed on the sample papers to explore the current intellectual structure of the field of KM in FFs, whereas cocitations analysis is performed to investigate the different literature streams that served as roots for the development of such a field.
Findings
Bibliographic coupling reveals that sample papers can be grouped into four clusters, and, through papers content analysis, the author identifies their core themes as knowledge sharing, innovation, knowledge-based dynamic capabilities and intellectual capital. Cocitation analysis of the cited references revealed four main clusters that can be considered the literature streams that served as roots for the development of the field, i.e. knowledge-based view, socioemotional wealth, strategic management and social capital (as a theory and as a resource).
Originality/value
This study contributes to the literature on KM in FFs by extending prior systematic review efforts with bibliometric analyses and combining these results to highlight connections between the main research themes around which scholars have debated (i.e. the clusters identified through bibliometric coupling) and their theoretical foundations (i.e. the clusters identified through cocitation analysis). This study also has practical implications by synthesizing and informing managers about FFs’ advantages and weaknesses in the KM process.
... The interviewees state, for example, that the rural family SME concept enables close communication, a mutual language and control over the firm's decision-making process. As a result, family businesses tend to prefer a rather "closed" working environment and to keep decision-making within the family, which has also been observed in previous studies (Chirico and Salvato, 2016). The context of operating as a family SME with a hierarchical decision structure can very much be highlighted as an internal obstacle factor towards competence diversity (Karatas-€ Ozkan et al., 2011). ...
... The core of these results is that rural family SMEs incorporate organisational values in their strategies to keep a tight-knit team of employees. Moreover, the findings add to the understanding that the organisational spirit within the family firm is a result of shared values and norms handed down through generations (Chirico and Salvato, 2016). The ownership perspective plays an important role in value creation and organisational behaviour (Foss et al., 2020), which means that in terms of value creation, rural family SMEs are to a great extent influenced by the family ownership structure (Kotlar et al., 2020). ...
... Another important implication is that family SMEs acknowledge family values in the Competence diversity reluctance organisational strategies they use to ensure competencies in the firm. This is confirmed by prior research, as the organisational values within family firms are based on previous experience and the generational history of interaction within the firm (Chirico and Salvato, 2016). Hence, it is found that the ownership aspect of the family SME is important, as it is seen as a tool for creating shared values within the firm (Foss et al., 2020). ...
Purpose
This paper aims to examine how organisational values affect diversity in terms of different competencies in rural family Small and Medium-sized Enterprises (SMEs). Recruiting a diverse workforce in rural family SMEs can be particularly difficult due to the prevalence of internal family values and the lack of available local specialised competencies. A deficiency of diversity in employment and competence acquisition and development can create problems, as it often prevents rural family SMEs from recruiting employees with a wide variety of qualifications and skills.
Design/methodology/approach
The study takes on a multi-case method of Swedish rural family SMEs, applying a qualitative content analysis approach. In total, 20 in-depth structured interviews are conducted with rural family SME owners and 2 industries were investigated and compared – the tourism and the manufacturing industries.
Findings
Rural family SMEs lack long-term employment strategies, and competence diversity does not appear to be a priority for rural family SMEs, as they often have prematurely decided who they will hire rather than what competencies are needed for their long-term business development. It is more important to keep the team of employees tight and the family spirit present than to include competence diversity and mixed qualifications in the employment acquisition and development.
Originality/value
Contrary to prior research, our findings indicate that rural family SMEs apply short-term competence diversity strategies rather than long-term prospects regarding competence acquisition and management, due to their family values and rural setting, which strictly narrows the selection of employees and competencies. Also, a general reluctance towards competence diversity is identified, which originates from the very same family values and rural context.
... Loaded with negative emotions, such conflicts can impact interpersonal relations, the quality of decision-making and general performance . In family businesses, relationship conflict negatively affects product development (Chirico & Salvato, 2016), employee satisfaction (Nosé et al., 2017;Paskewitz & Beck, 2017), and financial performance (Rousseau et al., 2018). ...
... Moreover, the identification of family members with the firm and the emotional attachment of later generation family firms also tend to diminish (Comino-Jurado et al., 2021), while there is an increasing necessity of ensuring a healthy and wealthy business to maintain the family dynasty and preserve its legacy (Muñoz-Bullón et al., 2018). Consequently, later generation family firms will be more open-minded towards innovation activities (Sánchez-Marín et al., 2020) and are expected to enhance their technical competencies, thereby developing higher absorptive capacity than first-generation family firms (Chirico and Salvato, 2016;Pütz and Werner, 2023). Therefore, later generation family firms will be more willing to engage in external search breadth to the extent that potential financial gains from such innovation strategies are likely to be more prevalent than potential derived SEW losses. ...
This study introduces the idea that external search breadth constitutes a 'mixed gamble' where family firms face a unique trade-off between financial and socioemotional wealth (SEW) gains and losses. Considering the peculiarities of family firms, we examine the distinctive influence that two sources of family firm heterogeneity, namely family management and family generational stage, have on the mixed gamble of external search breadth. In addition, we also investigate export propensity as a contingent factor with the potential to alter the manners in which family management and family generational stage affect the external search breadth mixed gamble. Using a longitudinal sample of 1240 Spanish family firms, we empirically find that family firms with greater family management and in first-generation attach more importance to current SEW losses than to potential financial and SEW gains, resulting in lower external search breadth. Furthermore, we find that export propensity alters family managers' mixed gamble of external search breadth, so that current SEW losses become less pronounced in the financial and SEW trade-off, which leads to a higher external search breadth.
... See for figures on Germany vonSchlippe et al. (2017, p. 23) or StiftungFamilienunternehmen (2019). For other countries, seeAndersson et al. (2018),Arrègle et al. (2007),Chirico and Nordqvist (2010),Chirico and Salvato (2016),Fueglistaller and Zellweger (2007) orMiller and Le Breton-Miller (2005). ...
In family sociology, much empirical research has been carried out and theories have been developed on numerous family topics and family forms. Therefore, it seems surprising that one family form has so far received little attention from family sociology, namely, research focusing on business families. The topic has been similarly neglected in classical economic research, where it is primarily the family business and not the business family that is taken into account. For this reason, one important contribution of this book is to introduce the business family as a topic for research in family sociology.
In addition, the volume takes up recent discourses in family business research and connects them to ongoing debates in sociology. In compiling this volume, we aim to initiate more cross-disciplinary exchanges between sociology and family business research. In our perspective, this is important and allows for a better conceptualization of context and family-related specifics.
... Collaborative knowledge absorption only works when individuals who possess valuable knowledge trust other group members and wish to share knowledge with them (Reinholt, Pedersen, & Foss, 2011;Chirico & Salvato, 2016). Positive affect influences the willingness to share knowledge and helps others understand it, positively influencing the recognition of valuable knowledge (Hayton & Cholakova, 2012). ...
Purpose: This study evaluates the relationship between Individual Absorptive Capacity, Social Integration Mechanisms and Organizational Absorptive Capacity. This study provides empirical evidence about the conceptual absorptive capacity (ACAP) model through examining the full process systematically.
Two groups of moderating variables were studied—namely, social integration and appropriability—to examine their impact on the process.
Design/methodology/approach: This study employed a longitudinal study on metal mechanic companies in Brasil by using 427 survey responses and Structural Equation Modeling (SEM). Data analysis was performed considering: i) Cronbach’s alpha; ii) Composite Reliability; iii) Average Variance Extracted (AVE); iv) Fornell and Larcker criteria; v) Evaluation of Pearson Coefficients of Determination (R2); vi) Effect Size (f2) or Indicator of Cohen; vii) Predictive Validity (Q2); and viii) Student’s t-test. Following
the estimation of the structural model (path coefficients) using the Partial Least Squares method via SmartPLS software version 3.2.8.
Findings: The study confirms that social integration mechanisms are required from organizations to create a positive environment for individuals to develop knowledge in the organizational and individual absorptive capacity levels. Social integration mechanisms can have a direct or moderator effect on the
dimensions of the ACAP.
Originality/value: This study provides support to the learning theory and to the organization-learning concept. It also reveals empirical evidence that the social integration mechanisms play a key role in facilitating both individual and organizational knowledge transfer process. The findings of this study provide functional suggestions and highlight areas for future research.
... The first three survey questions corroborated that respondents recognized the firm as a family firm (Chua et al., 1999). The final sample contains family firms where a family owned the majority of the firms' equity compared to other shareholders (Andres, 2008;Chirico & Salvato, 2016). The average respondent age was 53; 49% were female. ...
... Social capital is an overlooked interaction variable in several studies because family firms with stocks of external ties are better positioned to bring a more comprehensive knowledge base to bear on their business activities (Chirico and Salvato, 2016;Zamudio et al., 2014). However, before making prescriptive recommendations, Sanchez-Ruiz et al. (2019) state that scholars must understand FSC and its variation across family firms. ...
... Family firms enjoy a higher reputation due to their positive relational qualities (Binz et al., 2013). Moreover, they can leverage it through closer social relations and affective family member commitment to gain competitive advantages (Chirico and Salvato, 2016). Therefore, the strategies adopted by family firms may have different consequences for their relationships with their stakeholders than those of other types of businesses, where the primary objectives are profit-oriented. ...
... However, other companies need help efficiently replicating or replacing these benefits (Arregle et al., 2007). Also, FSC facilitates the integration of knowledge (Chirico and Salvato, 2016), supporting the family identity. Therefore, it is fundamental for managers to consider the implications of strategies that may enhance FSC and OSC. ...
Purpose
The type of social capital among families involved in business, or family social capital, has both positive and negative effects on family firms. This paper aims to investigate the mediating role of social relationships of family business members between socioemotional wealth (SEW) and firms' entrepreneurial orientation.
Design/methodology/approach
The authors applied a survey conducted in the four main cities in Mexico. The sample consisted of 360 small and medium enterprise (SMEs). This study's research framework and hypothesis were tested using regression analysis and the structural equation modeling technique.
Findings
This study finds that not only does SEW strongly influence the entrepreneurial orientation of family firms, but this influence is also mediated by the capability of such families to develop their social capital.
Research limitations/implications
The results show the perspective of one person in the company. Though it is the person with the highest rank and presumably the person who thoroughly knows the company, there is always a possibility of bias, which may inflate the results presented in this paper.
Practical implications
Based on this study's results, family firms should continuously improve their entrepreneurial abilities to achieve sustainable competitive advantage. In addition, their unique family-related characteristics further enhance these strategic approaches' positive effects on relational capital development.
Originality/value
This work contributes to the academic literature on entrepreneurship and social capital. As a mediator between SEW and entrepreneurial orientation, family relational capital has been under-researched. The results of this study reveal significant implications for networking management and relational capital strategies for SMEs.
... This may stem from the majority of past work focusing on family involvement, which represents the business family's capability to influence innovativeness, but does not capture the business family's commitment to engage in such activities (Chrisman et al., 2015). Family commitment, characterized by shared values, pride, support, loyalty, and high levels of care (Eddleston, Kellermanns, & Sarathy, 2008), can reflect the family's willingness to develop and leverage the firm's unique resources (Chirico & Salvato, 2016) to be entrepreneurial (i.e., innovativeness). ...
... A firm's innovativeness is reflective of a willingness or a posture to develop new products or services in hopes of achieving innovations and ultimately a competitive advantage over time, which is integral for the long-term continuity of the firm. Such outcomes are particularly relevant for family firms, since they place an emphasis on the long-term continuity of the business; however, family firms are highly idiosyncratic and thus, the values and motivations that impact corporate entrepreneurship behavior vary substantially (Calabró et al., 2020;Chirico & Salvato, 2016;Randolph et al., 2017;Rondi et al., 2019). ...
... 75), is not easily transferable and often firm specific based on individuals (e.g., family members) and thus is unique to each family (Sharma, 2008). Social capital, as a bundle of resources generated from trust and networks (Arregle et al., 2007;Campopiano et al., 2020) creates value for the firm by generating a flow of knowledge between individuals (Chirico & Salvato, 2016). This capital can be enhanced through the longterm commitment of family members, which offers an advantage to create long-lasting ties within the community as well as create social capital in part to their existing and emerging ties . ...
